Problem Solving Techniques Quiz

Professionalism

• Professionalism encompasses useful techniques and skills vital for professionals.
• The outline covers introduction to problem-solving maturity, a 6-step problem-solving approach, and the PDCA cycle for quality improvements.
• Brainstorming and reverse brainstorming are included as problem-solving techniques.
• Root cause analysis and the 5 Whys method are discussed.
• Multicriteria decision analysis, Pareto chart analysis, risk analysis, and SWOT analysis are also outlined.

Problem Solving Technique

• A six-step problem-solving technique offers a structured approach to delivering outcomes and solutions.
• Common regrets in problem-solving include acting too quickly with limited information, solving the wrong problem, and implementing impractical solutions.
• Step 1: Identifying the problem – Proactive, Preventive, or Predictive problem-solving methods.
• Step 2: Defining and analyzing the problem – Identifying stakeholders, understanding problem scope, benefits, and restraints.
• Step 3: Exploring and developing possible solutions by generating creative solutions and using brainstorming sessions.
• Step 4: Assessing and prioritizing the possible solutions to consider things such as cost, time, personnel, tools, and acceptable methods.
• Step 5: Selecting and implementing the best solution using a predictive or agile approach.
• Step 6: Evaluating the implemented solution, adjusting as necessary, and learning from the experience.

PDCA Cycle

• The Plan-Do-Check-Act (PDCA) cycle is a management process used for continuous improvements in products and processes.
• The cycle begins with planning objectives for improvement, and includes considering risks and developing planned steps for implementation.
• The Do stage involves implementing the steps and carrying out the planned improvements, while monitoring the steps.
• Measuring, analyzing, and evaluating the effectiveness of the improvement comes in the Check phase.
• The Act phase, which completes the cycle, involves optimizing the performance and implementing changes.

Brainstorming

• Brainstorming is a technique for generating creative ideas and potential solutions to a problem.
• A facilitated group process is essential for generating numerous ideas.
• Brainstorming is effective when used in group settings to draw upon the combined experiences and creativity of all members.
• Effective brainstorming allows participants to explore new ways of looking at things and freely associate in any direction.

Reverse Brainstorming

• Reverse brainstorming combines brainstorming and reversal techniques to generate solutions to a problem.
• This technique encourages asking "How could I possibly cause the problem?" instead of "How do I solve the problem?".
• The goal is to identify solutions to a problem by taking the opposite approach.

Steps in Reverse Brainstorming

• Clearly identify the problem.
• Reverse the problem by asking questions like "How could I possibly cause the problem?".
• Brainstorm possible solutions to the reversed problem.
• Reverse the solutions from the first brainstorm session back to the original problem.
• Evaluate the potential solutions.

Decision Analysis - Decision Matrix

• Decision analysis evaluates potential decisions, based on different outcomes to determine the best option under conditions of uncertainty.
• Various tools like a decision matrix can be used to make decisions.
• These tools objectively evaluate a variety of criteria and factors for the analysis, looking at factors such as cost, risk level, ease of implementation, and acceptance.
• Used to assess solutions, the decision analysis assists in decision-making under various situations like choosing the most cost-effective option, weighing risks vs. rewards, and selecting the solution that best satisfies various needs and criteria.

Simple Decision Matrix

• Simple decision matrices are decision-making tools that allow the assignment of equal weight to various criteria in the evaluation process.
• These tools provide straightforward evaluation systems of possible solutions.

Weighted Decision Matrix

• The Weighted Decision Matrix allows unequal weighting of the various criteria which can be assigned.

PERT Average

• The PERT average is a technique for estimating values.
• Experts' opinions are used to find the weighted average of given parameters.
• The method involves collecting data on the lowest (L), middle (M), and highest (H) values from different experts.
• Calculation utilizes the formula: (L + 4M + H) / 6

Assigning Weights to Criteria

• Weights for criteria can be assigned based on perception, expertise, and situational context.

Analytic Hierarchy Process (AHP)

• AHP is a rational framework to quantify criteria and alternatives for decisions.
• This method is used for decision-making by determining qualitative criteria weighting.
• AHP prioritizes criteria using pairwise comparisons, with experts providing input and using PERT averages to obtain scores for each criteria.

Pareto Chart

• A Pareto Chart is a quality control tool.
• This chart combines a bar graph and a line graph to identify areas needing improvement.
• The chart helps prioritize potential solutions to problems, often utilizing the 80/20 rule to identify the critical few issues that generate most of the effects/results.

Five Whys

• The Five Whys is a problem-solving technique that repeatedly asks “why” to determine the root cause of a problem.
• This technique focuses on the cause of the problem.
• This technique can be used on its own or in conjunction with other tools such as the fishbone diagram.

Steps to Use Five Whys

• Steps for the Five Whys technique:
• Write the problem down.
• Start asking "why" repeatedly
• Continue asking "why" until the issue is determined to fully meet the needs of the question.

Usage Considerations of Five Whys

• Benefits of the Five Whys include maintain an objective view, determine solutions, and pinpoint the origin of issues.
• Limitations include the need for well-trained users to ascertain the actual root cause and the possibility of the technique leading to false or irrelevant conclusions if complex issues are involved.

Root Cause Analysis

• Root cause analysis is a systematic process utilized to analyze situations and problems.
• It focuses on identifying the root causes for issues rather than only examining their effects.
• The method involves systematically analyzing factors that lead to the effect.
• Methods for root cause analysis include cause-and-effect diagrams, brainstorming, five whys, and others.

Fishbone Diagram

• Fishbone diagrams (Ishikawa diagrams) are tools used for cause-and-effect analysis.
• This method helps to identify and organize possible causes for a problem.
• The diagram visually depicts potential cause-and-effect relationships to help organize analysis of potential solutions.

Risk Analysis and Management

• Risk analysis and management identifies and examines areas susceptible to negative impacts on business and identifies potential solutions.
• The method identifies, evaluates risks, and generates response plans.
• Techniques to help identify risks includes using past experiences, expert judgment, and historical analysis.

Risk Identification

• Risks are discovered through multiple methods, such as expert judgment and historical data analysis.
• Identify potentially negative impacts and consequences from any occurrences.

Risk Analysis

• Understanding the risk, assessing likelihood, and estimating the impact are key components of this phase.
• Risk analysis involves determining the likelihood of risk events occurring, as well as the impact they might have if they happen.

Risk Evaluation/ Assessment

• Evaluating risk analysis results against the value of the change or solution.
• Analyzing risk factors and likelihoods, such as cost, duration, and social impact.

Risk Treatment

• Some risks may be acceptable; others require actions to reduce them.
• The approaches include avoiding the risk, transferring the risk to a third party, mitigating the risk, accepting the risk, or increasing the risk to achieve an opportunity.
• The risk treatment plan is created, a risk owner is identified, and the plan ensures the best approach is taken to reduce risk to the lowest possibility.

Continuous Risk Identification/ Assessment

• This continuous process reevaluates risks after implementation of plans to reduce risks and improve solutions.
• Risk reevaluation is an ongoing process to accommodate changes and the new residual risk levels once action plans are put in place.

SWOT Analysis

• SWOT analysis is used for evaluating organizational strengths, weaknesses, and external opportunities and threats.
• It helps in understanding the organization and enabling it to identify factors like personnel, processes, and external conditions.
• A SWOT analysis can be conducted for an entire organization, or divisions, departments, projects, or even individual employees.
• The technique uses data and analysis of external and internal factors, resulting in a better understanding.

Reviews

• A review is done to evaluate the content of a given work product.
• Reviews help to create a higher quality product.
• Reviews may be formal or informal, are conducted by peers or stakeholders, and have tailored objectives, techniques, and participants for each situation.

elements of a Review - Objectives

• Objectives of a review are communicated initially.
• May include removing defects, adhering to standards, ensuring completeness, resolving issues, and educating reviewers.

Elements of a Review - Techniques

• Review techniques may include inspection, formal walkthroughs (team reviews), and informal reviews (desk checks, pass-around reviews).
• The Techniques selected help to support the overall objective of the review and help determine if the work product meets its expectations and quality measures.

Elements of a Review - Participants

• Roles and participants of a review depend on the specific objectives, selected techniques, and relevant organizational standards.
• These may include authors, peers, supervisors, managers, or stakeholders, to ensure the most appropriate people are involved for a correct and comprehensive evaluation.

Limitations of SWOT

• SWOT analyses usually provides a high-level view, and detailed analysis may be required for a more comprehensive picture.
• There might be factors or issues not considered if the context for the analysis is not clearly defined.

Limitations of Risk Analysis

• Many potential risks might need to be considered, which poses a challenge for prioritizing and managing them comprehensively.
• The possibility that some important risks might not be identified is a risk factor itself.

Test your knowledge on various problem-solving techniques and concepts. This quiz covers key aspects such as reviews, inspections, formal walkthroughs, and decision analysis. Challenge yourself to find the best practices for addressing and analyzing problems effectively.